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Breakout Session # 204 Jon Maxim, President, Maxelerate April 15, 2008 10:45 – 11:45 AM PowerPoint Presentation
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Breakout Session # 204 Jon Maxim, President, Maxelerate April 15, 2008 10:45 – 11:45 AM - PowerPoint PPT Presentation


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Why Service Levels Don't Work. Breakout Session # 204 Jon Maxim, President, Maxelerate April 15, 2008 10:45 – 11:45 AM. Why Service Levels Are Needed. Get what you negotiated Get more than you negotiated Create long term success Avoid issues Resolve issues.

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Why Service LevelsDon't Work

Breakout Session # 204

Jon Maxim, President, Maxelerate

April 15, 2008

10:45 – 11:45 AM

why service levels are needed
Why Service Levels Are Needed
  • Get what you negotiated
  • Get more than you negotiated
  • Create long term success
  • Avoid issues
  • Resolve issues
why service levels don t work
Why Service Levels Don't Work
  • Poor Structure
  • Poorly Thought Out
  • Weasel Words
  • Guns Without Bullets
  • Not managed
  • No SLAs
poor structure
Poor Structure
  • No objectives
  • No metrics
  • No measurement methods
  • Not measurable
  • Double jeopardy (double dipping)
  • Developed after contract signed
  • Vendor creates and performs measurement
poorly thought out
Poorly Thought Out
  • Confusing/ambiguous terminology
  • Missing elements
  • Conflicting elements
  • Obsolete and irrelevant
  • Difficult to calculate
  • Fallacy of averages
  • Too many
  • Not measured end-to-end
weasel words
Weasel Words
  • Best efforts…
  • Reasonable efforts…
  • Commercially reasonable…
  • Industry standard…
  • Common practice…
  • Appropriate level…
  • Approximately…
  • Satisfactory…
guns without bullets
Guns Without Bullets
  • No remedies
  • Ineffective remedies
  • Not collectible
not managed
Not Managed
  • Not managed at all
  • Lack of time
  • Data not collected
  • Managed inconsistently
  • No responsibility and accountability to manage
  • Inexperienced or untrained resources
  • No confidence in results
  • Inadequate process
  • No follow up
  • Project management principles ignored
anatomy of a sla
Anatomy of a SLA
  • Description
  • Objective
  • Metric
  • Calculation method
  • Timing
  • Remedy
some lessons learned
Some Lessons Learned
  • SLAs are easiest to establish during the RFP stage
  • SLAs often fail due to lack of remedies
  • Have clear calculations to enable collection
  • Control the money to expedite collection
  • Suppliers will demand commitments from Clients too
  • Many failures not contemplated in RFP or contract
  • Don’t pay extra for what should already get
  • Don’t pay extra for performance you don’t need
critical success factors
Critical Success Factors
  • Have SLAs!
  • Negotiate before selection
  • Have clear, easy measurements
  • Have remedies and collect them
  • Have regular reviews
first principles of project management
First Principles of Project Management
  • The Commitment Principle
    • An equitable commitment between the provider of resources and the project delivery team must exist before a viable project exists.
  • The Success Principle
    • The measures of project success, in terms of both process and product, must be defined at the beginning of the project as a basis for project management decision making and post-project evaluation.
  • The Tetrad Trade-off Principle
    • The core variables of the project management process, namely: product scope, quality grade, time-to-produce and total cost-at-completion must all be mutually consistent and attainable.
  • The Strategy Principle
    • A strategy encompassing first planning then doing, in a focused set of sequential and progressive phases, must be in place.
  • The Management Principle
    • Policies and procedures that are effective and efficient must be in place for the conduct and control of the project commitment.
  • The Single-Point Responsibility Principle
    • A single channel of communication must exist between the project sponsor and the project team leader for all decisions affecting the product scope.
  • The Cultural Environment Principle
    • Management must provide an informed and supportive cultural environment to ensure that the project delivery team are able to work to the limits of their capacity.